How do you know if a 360 process has been implemented successfully? What are the factors that influence its success? How can those factors be controlled by those responsible for its implementation? Despite its popularity, there has been little effort to build a comprehensive model that addresses these fundamental questions about 360 feedback. In a quest for such a model, we identify a host of key factors organized according to whether they exert their influence proximally or distally. We discuss how each factor contributes to successful implementation. After identifying how design features of a 360 process affect these key factors, we recommend how to enhance the probability of implementing 360 feedback successfully and sustaining the process over time. The reasons behind effective (and ineffective) 360 feedback systems are elusive.

In the 25+ years that the practice of 360°Feedback has been formally labeled and implemented, it has undergone many changes. Some of these have been positive (evolution) Under whatever label, what we now commonly refer to as 360°Feedback has been around for a long time and has become embedded in many of our human resources (HR) processes applied at individual, group, and organizational levels. The practice of 360°Feedback 1 has been around so long now that we are all comfortable with it. In fact, we would contend that the profession has become so comfortable with this practice area that we have lost our focus on what it is and what it is not. What was once considered a "fad" by many in the 1990s and cutting edge is now well known and a David W. Bracken, DWBracken & Associates, Atlanta, Georgia; Dale S. Rose, 3D Group, Emeryville, California; Allan H. Church, PepsiCo, Purchase, New York.The authors wish to thank Carol Timmreck and Jeff McHenry for their invaluable suggestions.Correspondence concerning this article should be addressed to David W. Bracken, DWBracken & Associates, 2271A Dunwoody Crossing, Atlanta, GA 30338. E-mail: dwbracken@gmail.com 1 We use capitalization to indicate our desire to indicate a proper noun. This is by design and is intended to draw attention to our wish for 360°Feedback to have a well-defined meaning, which is offered later in this article.

360-degree feedback and/or multirater or multisource assessment methods have become one of the most popular and yet least understood management and organizational interventions in recent years. The editors of this special issue devoted to the subject provide (a) an introduction to the current usage and efficacy of these feedback systems in organizational settings, (b) a brief overview of the major themes and issues raised in the 6 articles included in the volume, and (c) a set of general comments and reflections about the state of research and practice on multirater assessment methodologies, with directions for future research.

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